Discovering Leadership 2nd Edition - Designing Your Success

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Foreword
Preface to the Second Edition
Prologue
Teaching Resources
Acknowledgments
About the Authors
Introduction and Foundations
Leadership Matters
Organization of This Textbook: The Leadership by Design Framework
Content: Topics and Special Features
Leadership by Design Model
Leadership That Makes a Difference
Leadership by Design
DEI by Design
Myth or Reality?
Experts Beyond the Text: Insightful Leaders Know About __________
Moments of Awareness
CORE™ Attribute Builders
Skill Builder Activities
Chapter Summary
Key Terms
Chapter 1 A Framework for Leadership Success: Design and Your CORE™
Introduction
Designing Your Leadership
Design Process as a Creative Problem-Solving Process: Understand, Imagine, Implement, and Iterate
Design as a Mental Habit: Design Thinking
Design Principles: Rules You Can Apply to Design Your Leadership
Designing Your Leadership by Building Your Core™
Confidence
Optimism
Resilience
Engagement
DEI by Design
Designing Your Leadership—First Step: Your Goals
Purposeful, Present, Planning: 3 Ps for Your Leadership Journey
Chapter Summary
Key Terms
CORE™ Attribute Builders: Build Now for Future Leadership Challenges
Challenge Yourself
Skill Builder Activity
Module 1 Design Leadership Self
Chapter 2 Designing Your Perceptions of Leaders and Leadership
Introduction
You: Student and Designer of Your Own Leadership
Learning Leadership
What to Expect as You Learn Leadership
Your Brain Is a Lean, Mean, Pattern-Making Machine: You Construct Your World
Misconceptions About Leaders and Leadership
Leadership Is … a Process
Misconception: Leaders Are Born
Misconception: Leaders Need to Have a Specific Set of Traits, Particularly Extroversion
Leadership Is … a Process of Influencing
Misconception: Leaders Do the Talking and Take Charge
Misconception: Leaders Do the Influencing
Leadership Is … a Process of Influencing Others
Misconception: There Is Only One Specific Way to Be an Effective Leader
Misconception: A Leader Cannot Be Friends With Their Followers
Leadership Is … a Process of Influencing Others Toward
Misconception: Effective Leaders Are Always Collaborative
Leadership Is … a Process of Influencing Others Toward a Common
Misconception: Confident Leaders Who Celebrate Their Success Are Arrogant and Selfish
Misconception: Explaining the Vision More Clearly Is the Best Way to Acquire Follower Support
Leadership Is … a Process of Influencing Others Toward a Common Vision
Misconception: Leadership Education Is Not Really Applicable to the Real World
Effective Leaders Are Like ________________: Characteristics and Traits
Effective Leaders Can Do ____________________: Skills, Practices, and Expertise
In Competency Terms
Management? Leadership? Both
The Expert Leader
The Credible Leader
DEI by Design
Chapter Summary
Key Terms
CORE™ Attribute Builders: Build Now for Future Leadership Challenges
CORE™ Attribute Builders: Build Now for Future Leadership Challenges
Skill Builder Activity
Skill Builder Activity
Chapter 3 Designing Your Leadership Capacity
Introduction
Assess to Better Know Yourself: Does It Matter That You Are a Gold-Red Kangaroo Triangle Guardian?
Designing Your Capacity: Three Foundational Mindsets
Growth Mindset
Process-Oriented Mindset
Strengths-Based Mindset
Design Thinking for Your Leadership Toolbox
Explorative and User-Centered to Better Understand
Explorative
User-Centered
Empathy: User-Centeredness at the Deep End of the Pool
Divergent and Multidisciplinary to Better Imagine
Divergent
Multidisciplinary
Integrative and Iterative to Better Implement
Integrative
Iterative
Assess Your Design Thinking, Then Design Leadership Relationships
New Challenges … Need New Leadership … Need You
Risk-Taking Replaces Status Quo
Workspace Transforms the Workplace
Streamlined Organizational Structure Displaces the Hierarchy
Diverse, Inclusive, and Equitable Workplaces Expected
Business Values Synchronizing With Cultural Expectations
Humans Compete With Technology
Disruption Interrupts Normalcy
New Leadership Skills in Demand
Exhibit Empathy by Engaging in Candid Discussions
Engage Digital Transformation
Empower an Inclusive and Collaborative Work Culture
Extend Capacity With Stretch Assignments
Enrich the Leadership Capacity of Others
DEI by Design
Capacity Capstone: Commit to the Journey
Chapter Summary
Key Terms
Skill Builder Activity
CORE™ Attribute Builders: Build Now for Future Leadership Challenges
Chapter 4 Your Why and What for Leading
Introduction
Why Do You Want to Lead?
Finding Purpose in Challenge
Finding Purpose in Personal Meaning
DEI by Design—Recognizing Who You Are
Your Purpose: Charisms and Flow
Identify Your Charisms
Finding Your Flow
From Being to Doing: TJ Watt
Learning From Shadows
Understanding the Shadow: Hardship and Tough Life Lessons Can Bring Clarity to Purpose
Exploring the Shadow to Find the Stretch
The Process of Influencing Others … for What?
What Does the World Need? Nisha Ligon
What Purpose Deserves You?
Every Purpose Impacts Inpiduals
Activate Your Purpose
Chapter Summary
Key Terms
Skill Builder Activity
CORE™ Attribute Builders: Build Now for Future Leadership Challenges
CORE™ Attribute Builders: Build Now for Future Leadership Challenges
Module 2 Design Leadership Relationships
Chapter 5 Your Values and Ethical Actions
Introduction
Getting Leadership Right
Ethical Issues and the Student Experience
Ethics—The Key Concepts
Ethics/Code of Ethics
Laws
Moral Principles
Personal Values
Virtues and Thoughtful Intentionality
Character
Integrity
The Roots of Moral Development
The Ethical Challenges of Leadership
Ethical Issues in Five Domains
Why Inpiduals Fail to Behave Ethically
Toxic and Bad Leaders and Leadership
Courageous Followers and Dissent
DEI by Design
Designing Your Ethical Leadership
Ethical Decision-Making
The BASE Model
Begin With You
Assess
Seek Options
Elect and Evaluate
Chapter Summary
Key Terms
CORE™ Attribute Builders: Build Now for Future Leadership Challenges
Skill Builder Activity
Chapter 6 Decision-Making
Introduction
Decisions, Decisions, Decisions in Leadership
Defining Decision-Making
Levels of Decision-Making
Types of Decision-Making
Technical or Adaptive? Types of Problems Leaders Face
Technical or Tame Problems
Adaptive Challenges/Wicked Problems/Ill-Defined Problems
In Leadership, Decision-Making Is a Team Sport (Much of the Time)
Align Your Decision-Making Style
Design Your Decision-Making Style
Designing Your Approach to Decision-Making: The SOLVE Model of Decision-Making
Set Roles
Common Pitfalls at This Stage
Outline the Problem and Decision Criteria
Common Pitfalls at This Stage
List Multiple Strategies
Common Pitfalls at This Stage
Veer Toward Consensus
Common Pitfalls at This Stage
Evaluate Decision and Process
Common Pitfalls at This Stage
SOLVE in Action: Designing (and Deciding) How the Team Will Work
How Did We Get Here? This Was Not the Plan: Barriers to Decision-Making
Cognitive Biases That Hinder Decision-Making
Confirmation Bias
One-Right-Answer Thinking
Groupthink
Framing Effect
Overconfidence Effect
Law of Triviality
Illusion of Control
Ways You Could Be the Barrier to Effective Decision-Making
Ways Others Could Be the Barrier to Effective Decision-Making
Other Factors That Impede Effective Decision-Making
DEI by Design
Chapter Summary
Key Terms
CORE™ Attribute Builders
Skill Builder Activity
Chapter 7 Influence, Power, and Motivation
Introduction
Influence is (mostly) Not About You
The Path to the Goal and Your Style
Forms of Influence
The Difference Between Influence and Authority
The Difference Between Influence and Manipulation
DEI by Design
Designing Your Influence with Inpiduals and Team
Influence Tactics for Leaders
Involve Others/Consulting
Facts/Logic/Rational Persuasion
Relationships
Lead a Coalition
Emphasize win-win
Create Positive Energy
Inspirational Appeal
Negotiation/Bargaining/Exchange
Personal Appeal
Pressure/Coercion
Ingratiation
Gaining Power in Groups and Organizations
Sources of Power: Personal and Positional Power
Reward Power
Personal Charisma/Referent Power
Outmatched Effort
Wealth/Resource
Expertise
Relevance
Visibility
Network
Legitimacy
Legitimate Power
Motivation
Intrinsic and Extrinsic Motivation
Sources of Intrinsic and Extrinsic Motivation
Financial Compensation
Alignment With Values
Meaning
Showing Appreciation
Reward and Recognize
Empowerment
Belonging
Achievement/Success/Competence
Fairness
Autonomy
Feedback/Coaching
Flexibility/Freedom
Career pathing
Psychological Safety
The Leadership Challenge: Designing Leadership Relationships
Chapter Summary
Key Terms
CORE™ Attribute Builders: Build Now for Future Leadership Challenges
Skill Builder Activity
Module 3 Design Others’ Success
Chapter 8 Creativity, Problem-Solving, and Idea-Generating
Introduction
Yes, You Really Are Creative
DEI by Design
Moving From Reactive Problems to Proactive Opportunities
Algorithm, Heuristic, and the Important Thing
Yes, Creativity Will Help (a Lot)
Product: Unique and Valuable
Person: Divergent Thinking, Open-Mindedness, and Creative Confidence
Press: Context and Culture
Process: Understand, Imagine, Implement, and Iterate Revisited
Yes, You Can Generate Many, Many Ideas
Divergent Thinking Techniques
Problem Analysis Techniques
Visualization Techniques
Play and Build Techniques
Senses and Emotions
Incubation Techniques
Alternative Perspective Techniques
Yes, You Can Find Many, Many Ideas
Inspiration and Exploration Techniques
No, You Are Not “Done”: Iteration, Convergence, and Assurance
Chapter Summary
Key Terms
CORE™ Attribute Builders: Build Now for Future Leadership Challenges
Skill Builder Activity
Skill Builder Activity
Skill Builder Activity
Chapter 9 Effective Practices for Leading Others to Success
Introduction
DEI by Design
Practices for Your Follower’s Brain
Brain Leading in Six Dimensions
Physiological, Emotional, and Social Dimensions
Reflective, Constructive, and Dispositional
Effective Leadership: Creating Conditions Using Dimensions of the Brain
Practices for Followers’ Needs and Motivation
Know What Followers Need to Succeed
Followers Need the Freedom to Raise Issues
Followers Need to Be Believed In
Followers Need to Possess Cutting-Edge Job Skills
Followers Need Time to Think Creatively
Followers Need to Capitalize on Their Strengths
Followers Want to Have Impact
Mastery of Problem-Solving Skills
Membership Through Community Solidarity
Meaning by Focusing Upon the Big Picture
Practice Leadership and Management: When Multitasking Really Matters
IGNITE as a Leader
Instill a Culture That Despises Complacency
Grow Engagement and Innovation With Compassion
Note and Study Your Competitors and Collaborators
Invest in Real-Time, Data-Driven Decision-Making
Tackle Candid Conversations
Ensure a Clear Vision to Make It Happen
DELIVER as a Manager
Designate One Inpidual Who Will Have Responsibility Over the Implementation Process
Empower Followers to Make Thoughtful Decisions by Delineating Clear Lines for the Scope of Their Authority
List What Is Unique About Each Person, Then Capitalize on It
Initiate a Risk Response Team to Assist Those Being Subjected to Significant Obstacles and Possible Failure
Verify Progress by Establishing Checkpoints for Accomplishments
Encourage and Exhibit Calm When Under Fire
Redesign Work Patterns and Assignments so They Are Cross-Functional
Design Others’ Success With a Situational Leadership Approach
Situational Leadership: Adapt to the Capacity of Followers to Perform
Understand the (New) Rules of Engagement
Chapter Summary
Key Terms
CORE™ Attribute Builders: Build Now for Future Leadership Challenges
Skill Builder Activity—Go Do Some Leadership!
Chapter 10 Utilizing Change Processes Effectively
Introduction
Identify Levels of Change
Initiate Inpidual Change (Level 1)
Support Change at the Project Level (Level 2)
Generating a Change Culture at the Enterprise Level (Level 3)
Change Yourself Before You Can Change Others
Inpidual Change in Stages
Change Directly Affects Your Capacity to Lead Effectively
Be Reactive or Proactive
Gain or Lose Control Over Work Life
Adjust or Reject a Set of New Organizational Core Values
Transform How Careers Evolve
Transformational Versus Transactional Leadership
Barriers to Change
Thinking Rationally About Change May Not Work
Not All Opportunities for Change Are Worth Taking
Someone Will Resist the Change
Leading Change
Preparing to Execute Change
Executing Change for Others’ Success
Justify an Opportunity to Act by Creating an Urgency for Change
Collaborate With Those Affected by Forming a Coalition
Ideate and Communicate Possibilities Through a Clear Vision for Change
Prove the Change Is Acceptable
Empower Others to Implement and Build
Sustain Momentum and Resilience After Change Is Implemented
Implementing Positive Organizational Scholarship as a Basis for Performing
DEI by Design
Chapter Summary
Key Terms
CORE™ Attribute Builders: Build Now for Future Leadership Challenges
Skill Builder Activity
Skill Builder Activity
Skill Builder Activity
Module 4 Design Culture and Community
Chapter 11 Culture
Introduction
The Way We Do Things Around Here: Understanding Culture
Understanding Organizational Culture
Culture at the Societal Level
Understanding the Iceberg
The GLOBE Study
The Leader’s Role and Organizational Culture
Personal Values—Forming and Informing Organizational Culture
Do Your Values Align With the Organization’s Values? Ensuring Fit
Vision, Mission, and Values in Organizational Culture
Contemporary Approaches to Organizational Culture
The Great Pandemic
DEI by Design
Designing Culture
Tools to Facilitate Culture Change
Appreciative Inquiry
Strategic Planning Toward Culture Change
Chapter Summary
Key Terms
CORE™ Attribute Builders: Build Now for Future Leadership Challenges
CORE™ Attribute Builders: Build Now for Future Leadership Challenges
Skill Builder Activity
Chapter 12 Leading a Team
Introduction
Just What Is a Team?
Teams Versus Groups
Types of Teams
Envisioning a Great Team
How Do Teams Come Together, and What Makes Them Excellent?
Shared Vision, Values, and Culture—Key to Team Success
Team Charter: Agreeing on the Basics
DEI by Design
From Group to Team: Stages of Development
Tuckman’s Stages of Group Development
Leading and Being a Team
Models of Team Leadership
Your and Others’ Role on the Team: What Makes a Good Team Member?
What Strengths Do I Bring to This Group?
When Teams Go Wrong
Reasons Teams Fail
Abilene Paradox
Groupthink
Dysfunctional Teams
How to Fix It When Things Go Wrong?
Chapter Summary
Key Terms
CORE™ Attribute Builders: Build Now for Future Leadership Challenges
CORE™ Attribute Builders: Build Now for Future Leadership Challenges
Skill Builder
Skill Builder
Chapter 13 Designing a Culture That Cares
Introduction
A Culture That Cares
Values and Intention
Care, Empathy, and Compassion
Vulnerability
Motivation and Maslow’s Hierarchy of Needs
Leading With Service
Servant Leadership and the Servant Leader
Empathy
Community building
Organizational Benefits of Servant Leadership
DEI by Design
Make a Difference: Designing a Culture That Cares
Social Change Model of Leadership Development
Inpidual Values
Group Values
Community Values
Making a Difference Now and Later: Opportunities and Actions
Service to Others in College
Types of College Service
Service Outside College
Service Within the Organization
Service Outside the Organization
Chapter Summary
Key Terms
CORE™ Attribute Builders: Build Now for Future Leadership Challenges
CORE™ Attribute Builders: Build Now for Future Leadership Challenges
Skill Builder Activity
Module 5 Design the Future
Chapter 14 Creating a Culture of Innovation
Introduction
Why Innovate? Designing the Future
Drivers of Innovation
Innovation From Needs
Innovation From Desires
Innovation From Advances
Understanding Innovation
Collaborative Process
Defining a Problem
Translating Ideas
Translating Ideas Into Something of Value
Diverge for Creativity, Converge for Innovation
Benchmarking
How? Now, Wow!
Force Field Analysis
The $100 Test
Creating a Culture of Innovation With Design Thinking
DEI by Design
Creating a Climate of Innovation With the Dimensions of the Brain
Social Dimension: Collaboration and Community
Constructive Dimension: Seeking and Seeing Different
Reflective Dimension: Time, Space, and Structure
Chapter Summary
Key Terms
CORE™ Attribute Builders: Build Now for Future Leadership Challenges
CORE™ Attribute Builders: Build Now for Future Leadership Challenges
Skill Builder Activity
Skill Builder Activity
Chapter 15 Entrepreneurial Leadership
Introduction
Entrepreneurship: Re-envisioning Leadership
Defining Entrepreneurship
Entrepreneurship Is a Process
Entrepreneurship Involves Pursuing Opportunity
Conception, Validation, and Launch of New Ideas
Into the Marketplace
The Broad Domain of Entrepreneurship
Entrepreneurship and Leadership
Design Revisited
The Entrepreneurial Mindset
See More Opportunity: Mindful, Observant, and Open to New Ideas
See Differently: Reframing Problems as Opportunities
See More Answers: Ideation, Effectuation, and Resourcefulness
See It Started: Predilection for Action … and Reflection
See It Through: Remembering Your Purpose
DEI by Design
Leading the Entrepreneurial Process
Impact Modeling
Lean Startup Methods
Customer Discovery Interviewing
Prototyping Minimum Viable Products
The Evolving Role of the Entrepreneurial Leader
The Founder
The Innovator
The Team Builder
The Chief Executive
The Leadership Challenge: From Founder to Chief Executive
Chief Engagement Officer: Entrepreneurial Leadership at Every Level
Chapter Summary
Key Terms
CORE™ Attribute Builders: Build Now for Future Leadership Challenges
CORE™ Attribute Builders: Build Now for Future Leadership Challenges
Skill Builder Activity
Skill Builder Activity
Chapter 16 Systems and Sustainability
Introduction
Systems and Systems Thinking
Seeing Interconnections
Where’s the Energy in the System?
The Learning Organization
DEI by Design
Design for Sustainability
The Sustainable Culture
Environmental Sustainability
Sustaining Creativity and Innovation
Ethical Sustainability
Economic Sustainability
Sustainable Learning and Development
Sustainable Results
Sustainable You: Mindfulness and Personal Growth
Sustainable Leadership—Authentic Leadership
Chapter Summary
Key Terms
CORE™ Attribute Builders: Build Now for Future Leadership Challenges
Skill Builder Activity
My Leadership Design™ Begins and Continues With This Summary Page …
Glossary
Notes
Index